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The Evolution of Business Knowledge
Edited by Harry Scarbrough
400 pages
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halftones, tables, figures
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234x156mm
978-0-19-922959-8
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Hardback
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05 June 2008
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- The book's findings challenge many assumptions behind Knowledge Management and similar initiatives
- Argues that knowledge is an uncertain and fragile resource for business, which cannot be easily directed by management or easily transferred through information technology
- Important conclusions for both business practitioners and academics
- Contains contributions from leading management researchers
- Detailed empirical studies of knowledge in action span the whole value chain of business activity
Top executives increasingly see the competitive advantage of their firms coming from their ability to exploit knowledge and learning. Policy-makers likewise see the fate of national and regional economies being determined by the emergence of a knowledge economy.
These views place great importance on the way in which knowledge evolves within business. However, to date, our understanding of that evolution has been limited by a tendency to see knowledge as simply a resource or input to be transformed into outputs. This R&D-centred view of business knowledge has recently been challenged by other views
which emphasize the contribution of organizational learning, social practices, and management structures to its evolution within and between organizations. Competitive success is seen as dependent on the firm's ability to mobilize all of these different kinds of knowledge.
Based on the findings of a major research programme funded by the UK's ESRC (Economic and Social Research Council) and DTI (Department for Trade and Industry), this book makes a major contribution to this emerging picture of the evolution of business knowledge. The detailed empirical studies contained within it have been undertaken by some of the UK's leading management researchers. They cover a variety of sectors ranging from overtly knowledge producing institutions such as business schools and
the scientific professions, through intermediary groups such as consultants and lobby groups to the creation and application of knowledge by firms, large and small. This work highlights the impact of different institutional contexts, social networks and technological artefacts on the way different groups share and exploit knowledge for business goals. Its findings challenge the idea that knowledge and learning are simply a resource or input to be directed by managers and policy-makers. Instead, they show how knowledge evolves through its embedding and disembedding within different business contexts - as much despite of, rather than because of, the efforts of management and policy-makers, who are often more concerned with the day-to-day pressures of their own
roles.Readership: Academic researchers and advanced students in the fields of organizational learning, strategic management, innovation and knowledge management; Managers and policy-makers.
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Edited by Harry Scarbrough, Professor, Warwick Business School Contributors:
Kenneth Amaeshi, Warwick Business School,
Pavan Athwal, Queen Mary, University of London,
Charles Baden-Fuller, Cass Business School, City University London,
Charles Booth, University of the West of England,
Jon Burchell, University of Sheffield,
Peter Clark, Queen Mary, University of London,
Joanne Cook, University of Sheffield,
Agnes Delahaye, Queen Mary, University of London,
Thomas Diefenbach, The Open University Business School,
Mark Easterby-Smith, Lancaster
University Management School,
Boris Ewenstein, Innovation Studies Centre, Tanaka Business School,
David Gann, Innovation Studies Centre, Tanaka Business School,
Christine Greenhalgh, University of Oxford,
Mike Hales, SPRU - Science and Technology Policy Research, University of Sussex,
Gerard Hanlon, Queen Mary, University of London
Chris Hendry, Cass Business School, City University London,
Richard Holti, The Open University Business School,
Hannah Knox, Manchester Business School,
Joseph Lampel, Cass Business School, City University London,
Damian O'Doherty, Manchester Business School,
Stephen Procter, University of Newcastle,
Mark Rogers, University of
Oxford,
Michael Rowlinson, Queen Mary, University of London
Graeme Salaman, The Open University Business School,
Harry Scarbrough, Warwick Business School,
Ken Starkey, Nottingham University Business School,
John Storey, The Open University Business School,
Andrew Sturdy, Warwick Business School,
Jacky Swan, Warwick Business School,
Richard Thorpe, Leeds University Business School,
Joe Tidd, SPRU - Science and Technology Policy Research, University of Sussex,
Theo Vurdubakis, Lancaster University Management School
Chris Westrup, Manchester Business School,
Jennifer Whyte, Innovation Studies Centre, Tanaka Business School,
Joanne Jin Zhang, Cass
Business School, City University London,
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1: Harry Scarbrough: Introduction
Section I: Management Knowledge in Action
2: Richard Thorpe: The Evolution of Business Knowledge in SMEs
3: John Storey, Graeme Salaman, Richard Holti, and Thomas Diefenbach: Managers' Roles in the Evolution of Business Knowledge
4: Mark Easterby-Smith: Organizational Learning and Dynamic Capabilities: Strategy and Operations
5: Ken Starkey: The Business School in a Changing Knowledge Landscape
Section II: Organizing Knowledge for Innovation
6: Charles Baden-Fuller and Joanne Jin Zhang: Knowledge Integration, Project Practice: How Mentors Build Knowledge Networks in High-Tech Start-Ups
7: Joseph Lampel: Joint Action and Individual Agendas: Knowledge Integration and Reputations as Resource in the Film Industry
8: Jacky Swan: The Evolution of Biomedical Knowledge: Interactive Innovation in the UK and US
9: Kenneth Amaeshi and Harry Scarbrough: The Dynamics of Networked Innovation
10: Jennifer Whyte, Boris Ewenstein, Mike Hales, Joe Tidd, and David Gann: Managing Knowledge Representation in Design
Section III: The Impact of Relationships on the Sharing of Knowledge
11: Andrew Sturdy: Management Consultancy in Action: Knowledge Forms, Boundaries, Contexts, and Practices
12: J. Burchell, J. Cook, G. Hanlon, and P. Athwal: Shaping Knowledge Through Dialogue: Stakeholder Dialogue and Organizational Learning
13: Hannah Knox, Damian O'Doherty, Theo Vurdubakis, and Chris Westrup: Knowledge, Expertise, Information Technology, and the Affliction of Midas
Section IV: Making Knowledge an Asset
14: Christine Greenhalgh and Mark Rogers: The Measurement and Valuation of Intangible Assets in the Service Sector
15: Chris Hendry: Facilitating Innovation Through the Measurement and Management of Intangibles
16: Charles Booth, Peter Clark, Agnes Delahaye, Stephen Procter, and Michael Rowlinson: Organizational Memory and Social Memory
17: Harry Scarbrough: Conclusions
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The specification in this catalogue, including without limitation price, format, extent, number of illustrations, and month of publication, was as accurate as possible at the time the catalogue was compiled. Occasionally, due to the nature of some contractual restrictions, we are unable to ship a specific product to a particular territory. Jacket images are provisional and liable to change before publication.
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